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Appendix to Agenda Item 9

Project Documentation

PROJECT INITIATION DOCUMENT(PID)

Replacement Telephony System Project

Release: <Draft>

Date: 25-08-15

Author: Daniel Bramley

Approved by: <Name and date>

Note: the completion of this document is required for medium and large scale projects as defined by the Project Type Matrix. The final version should be saved in a sub folder on the x drive under project management / project documentation.

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Document History

Revision Date

Version Summary of Changes Reviewer(s)

25-08-15 1.0 1st Draft DB26-08-15 1.1 Additional sections completed DB27-08-15 1.2 Diagrams Added DB/JR08-09-15 1.3 Amendments made following meeting

with JDJD/JR/KP/DB

16-09-15 2.0 Transferred to current template16-09-15 2.1 JD comments transferred and

amendments made.JD/KP/DB

Consideration by the Corporate Improvement Team <This document must be passed to the Corporate Improvement Team before it is approved by the Senior Responsible Owner (SRO). The Team will use the space below to record key information that needs to be considered by the SRO or as part of the decision making process by SLT or members. Please allow one week for the Team to fulfil this support role and incorporate this time into the approval process>

Date Reviewing Officer

Comments for Consideration

18/9/15 Joe Mildred Detailed comments passed back to ICT team

ApprovalsThis document requires the following approvals:

Name of person, group or committeeJane DodsworthJane RyanCorporate PolicyCabinet

DistributionA final copy of the approved document will be distributed to:

Name Job TitleSLTJane Dodsworth Head of Business Improvement ServicesCouncillor Bruce Finch Portfolio Holder for Support Services

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Glossary of Terms

ARP – Asset Replacement Programme – the Council’s forward funded and budgeted programme for replacing capital assets as they end their useful life

IP - The Internet Protocol (IP) is the principal communications protocol in the Internet protocol suite for relaying data across network boundaries.

ISDN - A set of communication standards for simultaneous digital transmission of voice, video, data, and other network services over the traditional circuits of the public telephone network.

PBX – Private Branch Exchange. A telephone exchange that serves a business or organisation

PCI – Payment Card Industry. Security compliance standard for credit card industry

PSN – Public Service Network. Infrastructure and compliance standard run by the Cabinet Office for local authorities connection to government departments.

PSTN – A traditional public telephone network.

SIP - Session Initiation Protocol - a signalling protocol used to create, manage and terminate sessions in an IP based network. A session could be a simple two-way telephone call or it could be a collaborative multi-media conference session.

UC – Unified Communications. The ability to use different ways of communicating through software applications. E.g. receive voicemail in email or video conference via a phone or office software.

WAN – Wide Area Network. Provided by West Sussex County Council. It is data connection between East Pallant House and all area offices.

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1. PURPOSE OF DOCUMENT

This Project Initiation Document (PID) defines the Telephony System Replacement project. It builds upon the Initial Project Proposal document (approved by Cabinet on 6 January 2015) and sets out the aims of the project, why the project should go ahead, who is involved and their responsibilities. This PID will provide the baseline for the project’s management and for an assessment of its overall success.

2. PROJECT DESCRIPTION

This project is to replace the current telephone system and maintain Chichester's ability as an organisation to make and receive internal and external telephone calls. In addition the project will enhance current and future mobile/flexible working and collaboration. Both Chichester and Arun District Councils have projects to replace their telephone systems and therefore are working together on a shared procurement and solution.

3. BACKGROUND

The current telephone exchange system has been in situ since 1997 with an upgrade in 2006 and is supported until 2017. It is approaching the end of its supportable life. The system itself is responsible for the handling of incoming calls, making calls externally as well via internal extension numbers, calls between staff, groups and remote sites. The system also provides voicemail, connectivity to the Customer Service Centre solution for call handling; call logging and reporting for monitoring and charging (see Diagram 1 below).

Diagram 1

While the current system has been stable and provided longevity, it is now entering the period where-by parts and maintenance will become unsupported and post 2017 expose the authority to risk of serious service outage to staff and the public for voice calls.

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3.2 What are the drivers for change?

The current hardware will be end of life which poses a significant risk to service provision both to the public, partners and internally.

Limited functionality - due to the age of the system there are limitations to leveraging new technology such as IP telephony and mobile working.

Requirement for increased flexibility for the workforce, including hot-desking, remote working and collaboration with partners

Requirement to expand communication options combining telephony with video conferencing and instant messaging.

3.3 Is it meeting an identified need?

The project itself is designed to address several needs for the council, these include: o Ability to provide voice contact to and from the council via a main numbero Ability to route calls to the right person or teamo Mitigate the exposure to risk from end of life hardwareo Mitigate the exposure to risk through the failure of inbound lineso Address existing inability to provide business continuity for the telephone

systemo Address limited mobility optionso Simplify the directory system

o Introduce more flexible and agile telephony, for example routing calls to remote workers without incurring traditional call costs.

Ultimately there is a need to maintain telephony as an essential communication tool and Chichester's system cannot be easily upgraded in its current form to support the technology and features that the council needs as identified above. Critically these requirements cannot be supported with the existing system.

3.4Does it link to the Corporate Plan or support an existing Corporate Plan project and why?

This project is identified within the to the Digital Access Strategy, approved by Cabinet on 7 April 2015, and supports the guiding principle within the Corporate Plan to “use our resources well and innovatively”

3.5 What are the consequences of not doing it?

Significant exposure to the risk of system failure and service outage. Any repair or fix post 2017 would be best endeavours if parts would be available and be at premium cost with no guarantee of service restoration. Opportunities for shared working and business continuity would be limited.

4. PROJECT OBJECTIVES AND SUCCESS CRITERIA

4.1. Outputs

Installation of New PBX System Connection to SIP phone Lines

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Reduction in server space required Deployment of full IP Telephony Integration with Customer Service Centre Switch Ability to make calls from handset and 'soft phones' on IT equipment, for

Example calling a contact from the laptop, PC or a conference call with multiple people from a single directory.

Integration with Microsoft Lync for collaboration and remote working, conference calls and video conferencing.

Improved reporting on call handling, volume and use.

4.2. Outcomes

The expected outcomes that will occur as result of the outputs are:

Deployment of integrated software and hardware to enable Flexible working and unified communications (UC) o Presenceo Instant Messagingo File shareo Shared directory accesso Videoo Federation with Lync

These features are a key component in flexible working.. The system will also allow: Unified Messaging – The ability to use email, software phones, video

conference and text from a single system.

Desktop Sharing and Hot Desking

Home Remote Working – allow routing of calls to home workers devices Conference Calls (voice) – avoid unnecessary traveling with more convenient

conferences for discussions and collaboration Web Conferencing (video) as above but with video

Use of ‘Soft Phones’ – these are software phones that allow the user to call from their laptop or mobile device, would allow home and mobile working

Installation of a scalable and future proof solution.

These elements will drive more effective working and will be combined with document sharing and improved decision making. For example, meetings can be held remotely to discuss reports and make decisions without waiting for face to face meetings or new drafts to be drafted and approved. Presence will allow for staff to show when they are available to collaborate or answer a question quickly through instant messaging.

Disaster Recovery and Business Continuity – by sharing a system calls could

be routed to the partner site at Arun DC

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Partnership Solution and shared working – The proposed solution will allow

for a shared system that can be hosted and backed up by both partners. The infrastructure to allow this would also enable a closer degree of shared working.

The Customer / Community benefits – improved resilience and improved channel shift by combining the ability to voice call, IM or video call the council.

Financial – Greater budgetary forecasting and control over call costs when routing to mobile workers and partners. Reduced conference costs, telephone line costs and call costs to sites.

4.3. Outcome Measures

Replacement telephone system on time and within budget To have a telephone system capable of supporting a partner site Ability to re-route calls to alternative destination in the event of system failure Provision of software phones that run on a users laptop or PC Ability to conduct web conference calls and voice calls Increase in the number of staff working remotely on a regular basis Increase the number of staff ‘hot desking’, removing barriers to sharing desks

to achieve the ability to work to a 7:10 ratio by December 2016

4.4. Dis-benefits

Potential disruption during install Changes to end user experience and training needs during initial roll-out. Implementation may be extended if joint solution with partner is the approved

solution

4.5. Out of Scope

The project will not include:

SIP Trunks – The replacement of traditional telephone lines (ISDN). These will have been installed and procured prior to this projects implementation phase Partnership infrastructure requirements. would be subject to a separate project to enable joint network connectivity and server replication.

Upgrades to current systems for example, Macfarlane call centre system. This would be a separate pre-requisite if required. Most telephone providers have call centre modules as part of their product. Initial market testing suggests these are more expensive than CDC’s existing Macfarlane product which is a separate piece of software which integrates into any telephone system. Tender evaluation will allow for a cost comparison of maintaining Macfarlane or purchasing a module from within the new telephone system. Ideally both CDC and ADC would have the same call centre solution to assist with business continuity and shared services. If Macfarlane is retained, it will require a minor upgrade to enable it to support internet protocol telephony. This upgrade would be funded from within existing budgets.

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5. PROJECT CONSTRAINTS

Any restrictions or limitations that the project is bound by are listed below:

5.1 Communications Links: At the present time communication circuits are using ISDN technology. This has limitations on business continuity and is reliant on a supplier being able to re-route Chichester's main number in the event of a serious outage.

Resilient links will also be required for SIP lines and connections to remote offices. The West Sussex County WAN is the obvious candidate subject to agreement. This will be addressed as part of the SIP Trunks pre-installation phase

5.2 Contact Centre Solution: The solution will need to integrate with both

Macfarlane and in the case of Arun DC Siemens Openscape or our respective replacements.

5.3 Project Budget: Revenue costs associated with the solution will be a key

factor in tender evaluation for both CDC and ADC. 5.4 Procurement: The project will conform to procurement legislation which will be

a factor as to which companies can propose solutions for the project. 5.6 Security: The solution will need to adhere to security best practise and

enhance both councils PSN and PCI compliance. 5.7 Partnership requirements: The scope of partnership working is at the present

time open to a range of options, from a simple shared procurement to one authority hosting telephony for both sites or a third party hosting for both. Following tender evaluation, there will need to be agreement between both CDC and ADC on the strategic approach going forward and timescales agreed. If a shared solution is agreed, the following would be needed:

o Network integrationo Shared links (data circuits)o Agreement on customer service centre solutions o Service Level Agreemento Agreed Strategy to make best use of joint solution and shared services

6. PROJECT ASSUMPTIONS

The project is subject to the following assumptions.

6.1 SIP trunks will be installed in advance of the installation of any new system. These will replace the ISDN lines and provide greater business continuity options as well as reduced operating costs for leased telephone lines.

6.2 Partnership Working. It has been agreed that Chichester and Arun District

Council will conduct this project as a joint exercise. It is assumed that this will

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mean a shared procurement that will in the future enable a system to either operate on a shared basis or stand alone.

6.4 This project in itself will not provide a shared infrastructure or system between Chichester and Arun. To enable such a solution further infrastructure projects and agreed strategies will be required

6.3 The tender will list all necessary pre-requisites as part of the submission

7. PROJECT COSTS

As part of the PID process, 5 options have been considered:

1. Do Nothing2. On-site replacement3. Hosted off-site by carrier 4. Hosted off-site by telephone supplier5. Upgrade the existing system

Option 1 was discounted due to the age of the existing system, supplier’s inability to support it post 2017 and lack of functionality to deliver the Council’s shared services and flexible working agenda.

Option 2 is the preferred option, replacing the existing system with a system capable of supporting flexible working and shared services

Option 3 was discounted due to the associated revenue costs

Option 4 was discounted due to the associated revenue costs

Option 5 was discounted as it would not deliver an opportunity to share a system with Arun District Council and due to the age of the existing system, it is appropriate to test the market.

Existing Budget Table 1 Capital Revenue

CDC £300,000 (within ARP)

£23,300 (Philips) + £10,500 (Macfarlane) = £33,800

ADC £120,000 £20,000

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Options Costs (indicative only at this stage)

Table 2 CDC ADC Notes

Capital Revenue Capital Revenue

Option 1 – Do Nothing

£0 £33,800 N/A N/A

Option 2 - On-site replacement including supplier call centre solution

£337,194 £62,280 £274,027 £56,860 ADC costs lower than CDC as CDC have more satellite offices

Option 2 – on-site replacement excluding supplier call centre solution

£147,868 £47,792 £108,874 £31,206

Option 3 – Carrier hosted

£45,033

£289,753

£35,700 £252,444

Option 4 – Supplier Hosted

£114,888 £159,380 £84,338 £120,660 Call recording not included

Option 5 – Upgrade existing system

£120,725 £22,379 N/A N/A

An itemised breakdown of these costs is available in the supporting documents

In addition to these costs, Microsoft Lync Licences will also be required. Chichester already has the basic licences that allow for instant messaging, presence and limited call making facilities. In addition it would also require:

Enterprise CALS - This will allow for Lync Meetings, Including Audio and Web Conferencing both internally and externally. Plus CALS - This will enable call features, such as answer, transfer, hold, divert and release. These licences would be purchased under Chichester’s Enterprise Agreement with Microsoft. This would increase the current budget of £55,000 per year to £86,000.

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The invitation to tender will allow for companies to bid with their own unified communications solution. There will be a decision at evaluation time to either use this or use Lync. The indicative costs for the latter are shown below:

Table 3622 LyncSvrPlusCAL £20.28 £12,614.16

622 LyncSVrEnCAL £25.14 £15,637.08

3 Microsoft Lync Server Enterprise Edition

£765.84 £2,297.52

Total £30,548.76

Costs are calculated on existing user and extension numbers. However, the outcome of the leisure outsourcing project may affect licences numbers, hardware and timescales. This will be monitored and be a dependency on the final costs. The results of which will reported to Cabinet as part of the evaluation. It also must be noted that depending on the level of council sharing there will be additional pre-requisites to share a solution or add reliance to data circuits in the case of third party hosting. These are not costed into this project, but would be subject to a separate shared services infrastructure project and strategy.

7.1. Project Delivery Costs

The indicative costs are shown in table 2 above. Specific costs will be available once the tender process has been undertaken. The main cost element that will be involved in delivery will be:

Consultancy / Professional Services Hardware – connectivity and handsets Software Cabling and infrastructure Circuits Installation

Internal staff resource will be required and be dedicated to the project together with departmental users for testing and customer service staff. Third party engineers may be required for additional integration work, for example Macfarlane or Siemens Openscape and connectivity between partner sites.

ICT Staff will include:

Communications and Network Engineers Microsoft and Citrix administrators Project Co-ordinator and Operations Manager Applications Staff

Provision has been made within the ICT workplan to accommodate this project

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Customer service staff and facilities staff will also require involvement. Finance, Procurement, Audit and Legal staff may also be required through the procurement and implementation phase.

Any additional financial funding will be identified following the tender evaluation and recommendation to Cabinet.

7.2. On-going Costs Following Project Completion

On-going support costs will be included within the support and maintenance contract for the system. Any support contracts between partners may also require additional levels of maintenance. Replacement costs will be factored into the asset replacement programme.

8. OPTIONS SUMMARY 8.1 Option 1

Do Nothing. This would leave CDC with the current system. As it is high risk as described leaving the organisation open to significant service failure.

8.2 Option 2

On-Site solution (recommended). The PBX (phone system) would be locally installed as at present with PABX. In this option both sites (Chichester and Arun DC) would host on virtual servers to enable DR, with one site elected as the primary and other as backup (see Diagram 2 below). This is the working option at present; this allows for flexibility in the procurement and levels of integration by both partners with higher capital spend then revenue. In this option Chichester or Arun would be the primary site with the other as the backup site. Alternatively both sites could operate standalone.

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Diagram 2 Option 2 schematic

8.3 Option 3

Carrier Hosted set up. Cloud based solution. Minimal capital – revenue based model. Normally hosted by Tier 1 or 2 carrier e.g. BT. Location independent – each site can run independently or together. All aspects can be delivered anywhere provided there is internet connection (good for home working). Need resilient fibre circuits to each Council. No onsite equipment, no technical support, flexible costings as organisation shrinks//grows.

Disadvantages – tied to carrier & tariffs for long period 3-7 years. CDC would need to use supplier provided contact centre solution and move away from Macfarlane product.

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8.4 Option 4

Supplier Hosted set up. Cisco, Avaya, Mitel etc host their product in their data centre (remote server location). Similar to carrier hosted but acts as a bridge between carrier (BT) and end user (CDC/ADC) providing their product. Can be designed to requirements. CDC would need to use supplier provided contact centre solution and move away from Macfarlane product.

8.5Option 5

Replace with a like for like system with an update. This option would be to replace the existing telephone systems at each partner site. It would not allow for partnership working either as procurement or technically and not leverage any of the collaborative benefits.

This option could be explored if the tender exercise does not provide a clear financially advantageous or technical solution for both partners.

The current options with advantages and disadvantages are listed in the table below:

Option Advantages Disadvantages Risks

Option 1 – Do nothing

No capital cost Severe risk of system loss post 2017

Unable to support flexible working and shared services

Unable to address business continuity issues

Loss of major communication channel

Reputational damage

Unable to support Council in the way it needs to work in the future

Option 2 - On site solution

Agile local, internalsupportGreater control Usually lower TCOdepending onoptions/supplier Choice of PSTNprovider Choice ofmaintainer Wider choice

Full server andapplicationduplicationrequired to avoidDR issues Internal resourcerequired – couldcost more Rack space,power, air con,etc. must beprovided

DR processesmay have to beinvoked moreoften as counciloffices morevulnerable thandedicated DC. Partner notprepared forEmergency Local supportresourceinadequate

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(currently) ofSuppliers

Change cyclemore frequent

Additional infrastructure and strategic agreements

Risk ofinstallationfailure(comparative)

Option 3 Carrier Hosted

Hosted platform means no on site equipment to manage No technical dependency on partner for business continuity Desk mobility immediately possible Less support resource needed License flexing possible Disaster recovery and business continuity flexible through centrally hosted numbering Simple installation (no core hardware)

Revenue cost model may not be suitable for ADC & CDC No ownership Tied to carrier support for long contract period with no escape if service is poor Tied to carrier tariffs for entire contract period Dependent on carrier for support, although MACs possible via portal, usually TCO usually higher than CPE

WAN failuremeans loss oflocal serviceProvision WAN providerSLA failuremeans poorservice quality Unexpectedincrease inrevenueCharges Carrier goes outof business, noone to take overSLA

Option 4 Supplier Hosted

Hosted platform means no on site equipment to manage No technical dependency on partner for business continuity Desk mobilityimmediately possible

Extra hop and admin layer therefore point of failure, between carrier and end user Hard to change maintainer if SLA not met Hard to change PSTN provider Likely to be less comprehensive or a

Supplier goes out of business, no one to take over SLA WAN failure means loss of local service provision WAN provider SLA failure means poor service quality

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Less support resource neededLicense flexing possible Disaster recovery and business continuity flexible through centrally hosted numbering

hybrid solution

SIP hops, more chance of quality issues

Option 5 – Upgrade Existing System

Reduced capital costs than options 2-4

Unable to address business continuity issues

Unable to share system with ADC.

Lack of market testing for innovative and/or best value products

Loss of telephone system in disaster recovery situation

Impact on future potential shared services

8.6 Microsoft Lync There are two options to use Microsoft Lync, either using the clients or using as a full telephone system in its own right. Both options will be considered in the procurement phase. It is agreed that both Chichester and Arun will utilise the investments already made in the Lync client for IM and presence.

9. PROJECT APPROACH

The full project approach will be determined by the outcome of the procurement exercise. However the project will be undertaken with both in-house staff and third-parties. Implementation will be part of the contract award and be carefully managed to ensure delivery targets and functional requirements are met.

The project itself will be divided into phases which are appropriate given the complexity and risk to disruption to service. Both partners will procure and implement their respective elements followed by integration at an agreed date as infrastructure and strategies allow. Resources will need to be dedicated to this project and will need to be a priority over this period.

9.1 Procurement Phase

This will be conducted with the procurement team and as a joint exercise with Arun District Council. There are options on the route to market and these will be undertaken in accordance with contract standing orders.

9.2 Installation Phase

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This phase will be monitored using corporate project management processes and best practise. At each stage and milestone, progress, issues, risks and requirements will be reviewed and reported. There will be continued user consultation, proof of concept and acceptance testing plans will be used. Training will also be carried out both at an administration level and also end user side as appropriate.

Part 1

i) Update of existing extension listsii) Active Directory to tie in with i) aboveiii) Current user data updated e.g. hunt groups, pick up groups, voicemail

users, etc.If the project starts with accurate information, progress will be much simpler for the following tasks:

Part 2

i) Complete supplier data template (with their assistance)ii) List of softphone and UC users with and without headsetsiii) List of desk phone only usesiv) Likely contact centre requirements All of this is vital for a smooth

transition from the old to new systems and Part 2 may be carried out in collaboration with supplier workshops in the PoC.

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At the end of these phases, depending on when each site would procure, they would have an independent phone system that later could integrate. It is important to note that as of day one without additional work, integration would not be provided.

10. PROJECT PLAN

Task No.

Task / milestone Target Date Responsible Dependency

Stage 1 – Procurement1.1 Place OJEU and issue

Invitation to TenderOctober 9th

2015CDC Approval

1.2 Last date for questions relating to the tender process

November 13th

CDC Approval

1.3 Return of Tenders November 20th

Tenderers

1.4 Initial evaluation completed December 4th CDC Tender return

1.5 Presentations 9th December CDC / shortlisted

tenders1.6 Evaluation complete 14th

DecemberCDC

1.7 Approval by Council Executive

January 2016 CDC Completed evaluation

1.8 Standstill period complete January 2016 CDC1.9 Award contract February

2016CDC Approval by

CEStage 2 – Installation Phase 1

2.1 First project meeting February 2016

CDC / Supplier Stage 1 completion

2.2 SIP Connectivity commences

February 2016

CDC / Supplier Order and survey

completion2.3 PBX Installation

commencesApril 2016 CDC / Sup Contract

2.4 POC period commences May 2016 CDC / Sup2.5 Sign Off POC May 2016 CDC

Stage 3 – Installation Phase 23.1 Installation Phase 2 May 2016 CDC / Sup3.2 Training June 2016 CDC / Sup3.4 Sign Off June 2016 CDC / Sup UAT3.5 Cut Over to New System –

Go – LiveJune 2016 CDC / Sup UAT sign off

Stage 44.1 Customer Services Aug 2016 CDC / Sup Approval

Stage 55.1 Partner Integration Nov 2016 CDC/ADC/Sup Strategic

Agreement

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11. PROJECT TEAM

Chichester District Council

Jane Dodsworth Senior Responsible OfficerJane Ryan Project Manager Karen Parsons Operations ManagerFiona Delahunty Customer Services ManagerDaniel Bramley ICT Project Co-ordinatorMatthew Fletcher Communications and Network OfficerMike Noyce Unix and Network AdministratorMike Cannings Citrix and Microsoft AdministratorRod Walters Procurement OfficerFinance Accountant TBCLegal TBC

Arun District Council

Chris LawrenceDebbie Friesen Project Manager ArunNigel QuinlanJackie FollisLisa Emmens

External

Sandy Spink Project Consultant

12. COMMUNICATION

Weekly project briefings and updates, including review of tasks, phases, risks and issues

Covalent reporting for SLT and Members

Reporting and updates to Business Improvement Board, NWoW Project Team meetings and Channel Shift sub-group.

13. EXIT STRATEGY

Should there be a technical issue (component failure or, configuration failure) that would significantly affect service during cutover to the new system, back out will involve using the existing system. Should the project be terminated the current system will be supported until 2017 however an alternative would need to be pursued with expediency. The preferred option provides CDC with the ability to continue to provide a replacement telephone system should ADC not proceed or withdraw from the project.

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14. INITIAL RISK LOG

The following risks have been identified together with an assessment of their severity and actions that can be taken to mitigate/reduce the risk. Details of all project risks will be recorded as and when they are identified.

Risk No

Risk Description LikelihoodUnlikely Possible Probable Certain

ImpactMinor

SignificantSeriousMajor

Planned Actions to Reduce Risk

Responsible Officer

1 Budget shortfall Probable Serious Revise specification or increase budget

JD

2 Lack of partnership direction

Possible Serious Seek direction from appropriate level. Adjust procurement as required. Incorporate as much flexibility as possible.

JD

3 Lack of pre-requisite. SIP trunks or network integration

Possible Significant Approve as early as possible the direction and put in place foundations. Also has requirement on sharing decisions

JD

4 Staff resourcing Possible/ Probable

Major Ensure project is priority over time frame. Add consultancy to this or other projects if possible or defer other projects.

JR

5 Failure to approve procurement

Possible Major Seek alternative interim solution prior to de-support.

JR

6 Implementation may be extended if joint solution with partner is the approved solution

Possible Significant Reflect in project plan and strategic work plan

JD

7 Changes to end user experience and training needs during initial roll-out.

Possible Significant Ensure functionality is user friendly and include comprehensive training for users

PM

8 Failure of partner to proceed

Possible Serious Revise specification. Build in option in procurement to proceed separately

JD

9 Potential disruption during install

Possible Serious Careful planning in install, testing and handover. Clear

JR

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communication to all stakeholders. Advance notice of changes and disruption. BC and backout plans to be included.